Core competitiveness of enterprises is unique, can bring economic benefits, corporate sustainabilityThe core competence of competitive advantage, once owned enterprise core competitive ability, can make the enterprise form long-term advantage, promote the development of the enterprise. Since the 1990s, western strategic theorists are very concerned that core competitiveness of enterprises, the core competitiveness of enterprises is the driving force, is growing enterprise obtains a sustainable competitive advantage.A small and medium-sized enterprise core competitiveness. To analyze the current situationSince the reform and opening up, China's small and medium-sized enterprise development of small and medium-sized enterprises in economic development, and played an important role, the survival and development of small and medium-sized enterprises more and more attention, and its status and known by people. The future belongs to the era of small and medium-sized enterprises, vigor of small and medium-sized enterprises will continue to play its flexible, salesConvenient and flexible liquidity advantages in the fierce competition in the market economy in his place, and to inject new vitality into the economic development.In the development of small and medium-sized enterprises has its own advantages, but also faced a series of small and medium-sized enterprises, the current problems facing an outstanding problem is lack of competitiveness, especially the lack of core competitiveness, embodied in the following aspects:1 enterprise strategic consciousness, strategic intent is not clearSustained competitive advantage to play with the development strategy of enterprise strategic intention that match the future direction of the enterprise, business development plan, the position. From now on, the small and medium-sized enterprises widespread light strategy, tactics, and on the decision thinking formulary experience. With no clear strategic intent, caused many small and medium-sized enterprise management, business field direction, lost the blindness of management and speculative, optional features.2 limited resources scattered into the diversified trapMany small and medium-sized enterprise diversification is enterprise profit growth for expansion, and dispersive risk strategy. Many small and medium-sized enterprises in the main business still does not have strong competitive situation, diversification, due to the implementation of blind in multiple domain of business resources, scattered in the specific areas of business enterprise resources, especially the impact strength of the core areas that need resources or main business field of competitiveness, damage to cultivating the core competitiveness of enterprises, and some even lost the original advantage.3) research and development and innovation ability is poor investmentAssess, small and medium-sized enterprises in China r&d funds for the proportion of sales revenue, and average less than 0.4% international businesses generally think of funds for research, sales of more than 5%, the enterprise has competitiveness, Just enough to maintain 2%, Less than 1% of the enterprise is hard to survive. Technological innovation is the power of the enterprise research and development ability, to small and medium-sized enterprises in China, the serious shortage of r&d input hindered enterprise technology improvement and innovation, severely weakened the enterprise sustainable competitive capacity of enterprises, the further development.4 organizational structure, management confusion. BackwardWith the development of knowledge economy, the information management play a more and more important role in time, the information, the communication of information, to traditional organizational structure adjustment, organization structure should be flexible to flat, the development direction. While the majority of small and medium-sized enterprises at present in our country executes or traditional linear organization structure, due to the lagging organization structure adjustment, and the domestic large enterprises and foreign enterprises, management of small and medium-sized enterprises, especially behind the enterprise's strategic management, cost and quality management, human resources management, sales management, etc., it is hard to adapt to the fierce market competition. Enterprise organization structure unreasonable, operation mechanism is not alive, the radical reasons.Ii. Cultivate core competitiveness of small and medium-sized enterprisesEnterprise core competitive ability is enterprise, can create economic benefits and difficult to competitors mimic the unique ability of the enterprise, it is necessary to establish and maintain the advantage conditions, is the enterprise from the technology products, from management to the comprehensive quality of small and medium-sized enterprises core embodiment. Cultivate the core competitive force of important realistic significance.1 our economy has from the economic surplus to economic shortageIn short, although economic times of small and medium-sized enterprises in the production of products, product technical content is low, but due to the low product demand, small and medium-sized enterprises producing products can still sell in the market and has certain advantages. In the market economy is increasingly perfect today, products, and the buyer's market for products glut has gradually formed, and with the progress of science and technology, the Chinese small and medium-sized enterprises in market competition in the original advantage is gradually disappear, cultivate their own unique advantages of small and medium-sized enterprises is the key to enhance its competitiveness.2 both domestic and international market competition becomes increasingly fierceAfter joining the wto, foreign goods can proceed in China, which makes the consumer market is very small and medium-sized enterprises. At the same time, domestic market competition will be more intense. In recent years, China's small and medium-sized enterprises can rapid development, largely thanks to the government and tariff barriers to adjust the macro-control. But after the wto entry, tariffs and canceling gradually, foreign products with high quality and low price to win the domestic consumer, it is undoubtedly to small and medium-sized enterprises more challenges. Facing economic globalization and the entry of wto, the core competitiveness of the small and medium-sized enterprises will sooner or later in the fierce competition in the market.3 for sustainable development of the enterpriseThe small and medium-sized enterprises in China, many enterprises can why some people, develop, and some of the enterprise is just a flash in the pan. Investigate its reason, the key lies in whether the enterprise with long-term competitive advantages. In certain period of small and medium-sized enterprises to gain a competitive advantage is not difficult, difficult is long-term competitive advantage. Economic globalization, due to the product life cycle is shortened, competition is critical to the success of the enterprise owns continuously develops new products and market competition ability of special. The long-term competitive advantages of enterprises from the core competitiveness of superior rivals. Only the cultivation of small and medium-sized enterprises core competitiveness, to drive the development of enterprise, the enterprise limited manpower, 核心競爭力是企業獨具的、能為企業帶來經濟效益的、支撐企業可持續性
競爭優勢的核心能力,企業壹旦擁有核心競爭能力,就會使企業形成長期優勢,推動企業的長久發展。20世紀90年代以來,西方戰略理論家們就十分關註企業核心競爭力,認為核心競爭力是企業成長的驅動力,是企業獲取持續競爭優勢的基礎。壹.我國中小企業核心競爭力現狀分析改革開放以來，我國中小企業得到了不斷的發展，中小企業在經濟發展中發揮了重要的作用，中小企業的生存和發展越來越受到人們的關註，它的地位也越來越為人們所認識。未來時代是屬於中小企業的時代，充滿活力的中小企業必將繼續發揮其經營靈活自如、銷售快捷
方便、資金周轉靈活等優勢，在競爭激烈的市場經濟中取得自己的立足之地，並為經濟發展註入新的活力。中小企業在發展中有自身的優勢，但也面臨壹系列問題，當前中小企業面臨的壹個突出問題就是缺乏競爭力，特別是普遍缺乏核心競爭力，具體表現在以下幾個方面：1.企業戰略意識淡薄，戰略意圖不明確持續競爭優勢的發揮需要與發展戰略相匹配企業戰略意圖表明了企業未來的前進方向、自己的業務定位、計劃發展的能力。從目前來看，中小企業普遍存在著重戰術、輕戰略，依賴經驗決策的思維定式。由於沒有明確的戰略意圖，導致了許多中小企業經營方向迷失，經營領域模糊，經營的盲目性、投機性、隨意性特點突出。2.有限的資源分散，跌入多元化陷阱多元化經營被很多中小企業認為是企業尋求規模擴張、利潤增長、分散風險的策略。目前很多中小企業在主營業務尚不具備較強的競爭力的狀況下，盲目實施多元化經營，由於資源分散在多個業務領域，分散了企業在具體業務領域的資源實力，尤其是影響了需要資源保證的核心領域或主營業務領域的競爭力，損害了對核心競爭力的培養，壹些企業甚至喪失了原有的優勢。3.研究發展投入不足，創新能力差椐調查，我國中小企業研發經費占銷售收入的比例平均水平不到0.4%，而國際企業界普遍認為，研發經費占銷售額的5%以上，企業才有競爭力；占2%僅夠維持；不足1%的企業則難以生存。技術創新的動力在於企業的研發能力，對我國中小企業而言，研發投入的嚴重不足阻礙了企業進行技術改進和創新，嚴重削弱了企業的持續競爭能力，制約了企業的進壹步發展壯大。4.組織結構調整滯後，管理混亂隨著知識經濟的發展，信息在管理中發揮了越來越重要的作用，為了及時的傳遞信息，溝通信息，必須對傳統的組織結構進行調整，組織結構應向扁平化、柔性化方向發展。而目前我國大多數中小企業實行的還是傳統的直線型組織結構，由於組織結構調整滯後，與國內大型企業及國外企業相比，我國中小企業的管理落後，尤其是企業的戰略管理、成本理、質量管理、人力資源管理、銷管理等方面，很難適應激烈的市場競爭。企業組織結構不合理，經營機制不活，是影響企業競爭力的帶有根本性的深層次原因。二. 培育中小企業核心競爭力的必要性企業核心競爭力是企業所擁有的,能夠創造經濟效益並難以被競爭對手模仿的獨特能力,它是企業建立和保持優勢的必要條件，是企業從技術到產品，從管理到戰略綜合素質的核心體現.培育中小企業的核心競爭力具有重要的現實意義。1.我國經濟已從短缺經濟走向過剩經濟在短缺經濟時代，盡管中小企業生產的產品技術含量低,產品檔次低,但由於產品供不應求,中小企業生產的產品仍然能銷售出去並在市場中具有壹定的優勢。在市場經濟體制日益完善的今天，產品往往供過於求,產品的買方市場已逐步形成,而且隨著科學技術的進步，我國中小企業在市場競爭中的原有優勢正在逐步消失,培育自己的獨特優勢是中小企業增強其競爭力的關鍵。2.國內外市場競爭日趨激烈加入wto後，國外的商品可以長驅直入我國的消費市場,這使得中小企業受到很大的沖擊。同時，國內市場的競爭將更加激烈。近幾年來，我國的中小企業之所以能較快發展，很大程度上得益於關稅壁壘的調節和政府的宏觀調控能力。而入世後，關稅降低以至逐步取消，外國產品將以質優價廉贏得國內的消費者，這無疑是給中小企業更多的挑戰.面對經濟全球化和加入wto的挑戰，沒有核心競爭力的中小企業遲早會在激烈的市場競爭中被淘汰。3.企業可持續發展的需要在我國眾多的中小企業中，為什麽有些企業能長盛不衰,發展壯大,而有些企業只是曇花壹現?究其原因，關鍵在於企業是否擁有長期的競爭優勢.中小企業在某個特定時期取得競爭優勢並不是很難，難的是長期保持競爭優勢.經濟全球化時代，由於產品壽命周期的日漸縮短，競爭成功的關鍵在於企業是否擁有不斷開發新產品和開拓市場的特殊競爭能力。企業的長期競爭優勢來源於優於競爭對手的核心競爭力.只有培育中小企業的核心競爭力,才能帶動企業各方面的發展，把企業有限的人力、 希望采納 謝謝